Jeremy Arvizu

I want to serve as a trustee because ASET is at a pivotal moment for the future of Neurodiagnostics. Our field is evolving rapidly, clinically, technologically and demographically. I believe strong, forward thinking governance is essential to ensure we remain relevant, accessible and unified as a profession.

Over the past year, I have grown not only as a technologsist but as a leader. Through my involvement in workforce development initiatives and education focused efforts, I have seen firsthand challenges facing our profession, limited access, financial barriers and uneven mentorship structures. These are not operational problems alone, they are strategic ones. They require policy awareness, long-term planning and intentional stewardship, all responsibilities of the Board.

I am motivate to serve because I care deeply about sustainability, sustaining credential standards, sustaining professional identity and sustaining opportunity for the next generation. I believe trustees must balance fiduciary responsibility with vision, honoring ASET's legacy while positioning it for growth.

Serving as a trustee would allow me to contribute at a strategic level, helping guide decisions that strengthen education pathways, member engagement and organizational transparency. I am ready to think beyond my immediate role and help steward the broader direction of the Society.

ASET has invested in my professional development, I am eager to give back through thoughtful, mission-driven governance.

I bring a combination of frontline clinical experience, systems-level thinking and structured leadership development that would benefit me as a Board of Trustees member.

With over a decade in intraoperative neurophysiology, I have worked in high-stakes environments that require composure, ethical clarity and decisive communication. In the operating room, there is little room for ego, only collaboration, accountability and patient-centered focus. That experience has strengthened my ability to listen carefully, synthesize complex information quickly and communicate recommendations with confidence and respect.

Beyond clinical practice, I have intentionally developed my leadership skills through committee work, workforce development initiatives and formal coursework in health leadership and professionalism. These experiences sharpened my understanding of governance versus operations, fiduciary responsibility and long term strategic planning. I have learned to zoom out, to evaluate not just what needs to be done but why it matters to the organization's mission and sustainability.

I also bring strong organizational discipline and follow-through. In my professional role, I have helped streamline reporting workflows and improve timeliness through process optimization and accountability structures. That systems mindset translate well to Board service, where clarity, transparency and efficiency are critical.

Most importantly, I lead with integrity and adaptability. I am comfortable engaging in respectful debate, building consensus and supporting decisions once they are made. These skills were developed through years of team-based clinical practice and refined through intentional leadership growth.

I believe an effective Board of Trustees member must possess strategic vision, integrity, accountability and the ability to collaborate respectfully in diverse perspectives.

First, strategic vision is essential. Trustees are responsible not for day-to-day operations, but for safeguarding the long-term direction and sustainability of the organization. This requires the ability to look beyond immediate concerns and evaluate how decisions impact education standards, membership engagement, financial stability and the profession's future. My involvement in workforce development initiatives has strengthened my ability to think in terms of long-term impact rather than short-term solutions.

Integrity and fiduciary responsibility are equally critical. Trustees must act in the best interest of the Society as a whole, even when decisions are complex or unpopular. Working in high-stakes clinical environments has reinforced the importance of ethical decision making, transparency and accountability.

Collaboration and respectful dialogue are also vital qualities. Boards function effectively when members can engage in thoughtful debate, listen actively and unite behind collective decisions. Years of interdisciplinary teamwork in the operating room, combined with committee and leadership experiences, have helped me develop confidence in sharing perspectives while remaining open to others.

Finally, adaptability is key. Our profession continues to evolve and trustees must be willing to learn, reassess and adjust strategy when needed. My continued professional education and leadership development have reinforce the importance of staying forward focused while honoring foundational principles.